How Full Enterprise Traceability connects every decision back to why your organization exists.
Twelve levels. Twelve questions. One unbroken chain, from the vision on the wall of your executive suite to the specific activity a specific person performs on an ordinary Tuesday.
There is a moment every leader recognizes.
The strategy was right. The team was capable. The budget was approved. Eighteen months later, someone asks a simple question in a quarterly review, does this still connect to what we said we were trying to achieve, and the room goes quiet.
Not because anyone failed. Because no one can trace the line anymore.
Sears saw it. Sun Microsystems saw it. Nokia saw it. BP saw it, at a cost of over sixty billion dollars. Not from one bad decision. From thousands of small, reasonable ones, made by capable people, none of them checked against the whole.
Full Enterprise Traceability names that gap, and closes it. Twelve levels, one unbroken chain, from the vision on the wall of your executive suite to the specific activity a specific person performs on an ordinary Tuesday.
Built from four decades on both sides of the table, as the vendor delivering the program, and as the executive living with what it delivered, this book shows exactly where that thread gets lost, and gives you the discipline to keep it intact.
This is Volume One: the complete twelve-level architecture, ready to apply.
Most people who write about organizational frameworks have occupied one seat for most of their career, the strategist's, the consultant's, or the operator's. I did not have that luxury, or perhaps I did not have that limitation.
I have been the vendor, the outside firm brought in to deliver a system, a process, a transformation program, promising a capability that would advance whatever the strategy required. And I have been the end user, inside energy and oil and gas retail, government border management, insurance, and medical devices, receiving what vendors and internal programs delivered, and living with the result.
I have watched the same gap, the space between what an enterprise intends and what it actually builds, from both directions, often within the same year, sometimes within the same organization. FET is what happens when that accumulated vantage point finally gets written down as a discipline instead of carried around as instinct.
By the end of this book, there is nothing left in your enterprise that cannot answer two questions: what justifies you, and what depends on you. From the opening of The Last Mile
Part One makes the case and lays the groundwork. Part Two walks the twelve-level chain, level by level.
Volume Two, Walking the Enterprise, follows. Volume One explains the architecture; Volume Two shows how to live it.
The Last Mile is shared individually with a small, invited readership, not offered as an open download. Tell me a little about yourself and I will follow up personally about access.